Digital Pharmacist Digest - 🖥️ GPT-4 in medicine, collaborative strategies in applying AI, and more

Hiya 👋

We’re back with another edition of the digital pharmacist digest!

Here are this week's links that are worth your time.

Thanks for reading,
Kevin

📖What I'm reading

🩺💻 Health informatics and 🤖 Artificial Intelligence - Benefits, Limits, and Risks of GPT-4 as an AI Chatbot for Medicine

Excellent article in The New England Journal of Medicine describing how AI chatbots could be used by clinicians and patients. The key learning I took away from this that is different from other articles written in this space is " the system can make mistakes but also catch mistakes — mistakes made by both AI and humans.... But how should one evaluate the general intelligence of a tool such as GPT-4? To what extent can the user “trust” GPT-4 or does the reader need to spend time verifying the veracity of what it writes? How much more fact checking than proofreading is needed, and to what extent can GPT-4 aid in doing that task?"

🩺💻 Health informatics and 🤖 Artificial Intelligence - Collaborative strategies for deploying artificial intelligence to complement physician diagnoses of acute respiratory distress syndrome

The authors investigated strategies in applying AI to complement clinicians. Summed up nicely in the tweet "Of 4 collaboration strategies to deploy AI for the diagnosis of ARDS from chest XR, the most accurate is to allow AI review the XR first & defer to the physician if uncertain. 79% of cases were decided by AI - significantly reducing physician workload."

👨‍💻 Product management and 💭 Work life and Productivity - From good to great: A capability framework for building exceptional product engineering teams
"An effective product engineering team can …
… navigate ambiguity.
… set goals.
… ask for help.
… broadcast state.
… negotiate dependencies.
… escalate appropriately
… manage team capacity.
… onboard team members.
… understand its users.
… understand its levers.
… tell the team’s story.
… define operating agreements.
… adopt an operational cadence.
… anticipate problems.
… respond to incidents.
… improve its processes.
… tackle increasing complexity."
Excellent examples for each capability of when the team is capable and not capable .

Any comments provided are personal in nature and do not represent the views of any employer